Warehouse management

DATTA MEGHE INSTITUTE OF MEDICAL SCIENCES 

(DEEMED TO BE UNIVERSITY)

POST GRADUATE DIPLOMA

IN

LOGISTICS &SUPPLY CHAIN MANAGEMENT

PROJECT ON

WAREHOUSE MANAGEMENT
OF

KAUSHIK RAJDHANI CARGO & MOVERS

BY

ANURAG RAJUKALLUJI KANOJIYA

1
 Warehouse management

ACKNOWLEDGEMENT

This study titled “WAREHOUSE MANAGEMENT OF KAUSHIK RAJDHANI CARGO &

MOVERS” has taken the labor and love of many. I would like to thanks all the people for their

contributions without which this project would have still being just an idea.

I am deeply grateful to my guide Dr. Pankaj Choudhary, Co-coordinator/faculty of the Institute,

Nagpur for this valuable guidance, keen interest and support throughout the study.

He has been a constant source of inspiration.

I am indebted , principal of the Institute for kindly helping me in doing

my study.

I also sincerely convey my grateful thanks to Dr. Ajay Pethe, the Hon. Director of the Institute for

allowing me to carry out this study and without whose blessing my project would have been

impossible.

I thank the entire staff of Datta meghe Istitute, Wardha for their cooperation.

I am also thankful to my friends and colleagues during the preparation of this report.

Place: Wardha

Date: ______ (Mr. Anurag Rajukallju Kanojiya)

2
 Warehouse management

CONTENTS

SR. No. CHAPTER Page No.

1. INTRODUCTION 4

2. INDUSTRY PROFILE 8

3. NEED FOR STUDY 14

4. REVIEW OF LITERATUTE 16

5. RESEARCH METHODOLOGY 18

6. DATA ANALYSIS & INFERENCE 20

7. FINDINGS 38

8. SUGGESTION 40

9. CONCLUSION 41

10. BIBLOGRAPHY 42

3
 Warehouse management

CHAPTER 1

INTRODUCTION

BACKGROUND OF THE STUDY

MEANING

A warehouse management system (WMS) is a key part of the supply chain and primarily aims
to control the movement and storage of materials within a warehouse and process the associated
transactions, including shipping, receiving, put away and picking. The systems also direct and
optimize stock put away based on real-time information about the status of bin utilization. A
WMS monitors the progress of products through the warehouse. It involves the physical
warehouse infrastructure, tracking systems, and communication between product stations.

More precisely, warehouse management involves the receipt, storage and movement of goods,
(normally finished goods), to intermediate storage locations or to a final customer. In the multi-
echelon model for distribution, there may be multiple levels of warehouses. This includes a
central warehouse, a regional warehouses (serviced by the central warehouse) and potentially
retail warehouses (serviced by the regional warehouses).

Warehouse management systems often utilize automatic identification and data capture such as
barcode scanners, mobile computers, wireless LANS potentially radio-frequency identification to
efficiently monitor the flow of products. Once data has been collected, there is either a batch
synchronization with, or a real-time wireless transmission to a central database. The database can
then provide useful reports about the status of goods in the warehouse.

Warehouse design and process design within the warehouse (e.g. wave picking) is also part of
warehouse management. Warehouse management is an aspect of logistics and supply chain
management.

• Part of firm’s logistics system that stores products at and between point of origin andpoint
ofconsumption.
• Term “Warehousing” is referred as transportation at zero miles perhour
• Warehousing provides time and place utility for raw materials, industrial goods, and finished
4
 Warehouse management

products, allowing firms to use customer service as a dynamic value-adding competitive tool.

Warehouse Management System which caters the need of 3rd Party Logistics Provider
providing Warehousing and Distribution services to its customers. Provides real time Visibility
of information and goods from the time they arrive at the receiving dock and till the time the
goods leave from the shipping dock. Seamlessly integrated with other Supply Chain players like
Supplier, Customer, and Carrier in the form of web portal.

Warehouse inventory includes the products, raw materials, work-in-process goods and finished
goods that make up the inventory that is or will be for sale by a company.
Supply chain management is a cross-functional approach that includes managing the movement
of raw materials into an organization, certain aspects of the internal processing of materials into
finished goods, and the movement of finished goods out of the organization and toward the end
consumer. As organizations strive to focus on core competencies and becoming more flexible,
they reduce their ownership of raw materials sources and distribution channels. These functions
are increasingly being outsourced to other firms that can perform the activities better or more
cost effectively. The effect is to increase the number of organizations involved in satisfying
customer demand, while reducing managerial control of daily logistics operations. Less control
and more supply chain partners led to the creation of the concept of supply chain management.
The purpose of supply chain management is to improve trust and collaboration among supply
chain partners, thus improving inventory visibility and the velocity of inventory movement

Main function of Warehouse Management are as follows:

1) Inventorymanagement

2) Distributionmanagement

3) Channelmanagement

4) Paymentmanagement

5) Financialmanagement

6) Suppliermanagement

5
 Warehouse management

THE ROLE OF THE WAREHOUSE IN THE LOGISTICS SYSTEM

The warehouse is where the supply chain holds or stores goods.

1. Functions of warehousing include

2. Transportationconsolidation

3. Product mixing

4. Docking

5. Service

6. Protection againstcontingencies

PRINCIPLES OF WAREHOUSE LAYOUTDESIGN

1) Use one storefacilities

2) Move goods in a straightlines

3) Use efficient materials handlingequipment’s

4) Use an effective storageplan

5) Use maximum height of thebuilding

OBJECTIVES OF EFFICIENT WAREHOUSE OPERATIONS

1. Provide timely customerservice.

2. Keep track of items so they can be found readily &correctly.

3. Minimize the total physical effort & thus the cost of moving goods into &out ofstorage.
4. Provide communication links withcustomers

WAREHOUSE ACTIVITIES

1. Receive goods
2. Identify thegoods
3. Dispatch goods to storage

6
 Warehouse management

4. Holdgoods
5. Pickgoods
6. Marshalshipment
7. Dispatchshipment
8. Operate an information system

Receive goods

1. Accepts goods from Outside transportation or attached factory & accepts responsibility
2. Check the goods against an order & the bill ofloading
3. Check thequantities
4. Check for damage & fill out damage reports ifnecessary
5. Inspect goods ifrequired

Identify the goods

1. Items are identified with the appropriate stock-keeping unit (SKU) number (part number) &
the quantity receivedrecorded
2. Dispatch goods to storage
3. goods are sorted & putaway

4. Holdgoods
5. goods are kept in storage & under proper protection untilneeded
6. Pickgoods
7. items required from stock must be selected from storage & brought toa marshallingarea

Marshal the shipment

Goods making up a single order are brought together & checked for omissionsor errors; order
records areupdated

Dispatch the shipment

Orders are packaged, shipping documents are prepared, & goods loaded on the vehicle

Operate an information system

7
 Warehouse management

A record must be maintained for each item in stock showing the quantity onhand, quantity received,
quantity issued, & location in thewarehouse

CHAPTER 2
COMPANY PROFILE

As a non-asset-based supply chain management company with 13 offices and 24 logistics centers
in 5 states, Kaushik Rajdhani Cargo Mover develops and implements client-centric, global
solutions for National companies with unique supply chain requirements. By integrating IT
platforms and developing a KRC-client team approach to the planning and implementation
process, our supply chain solutions maximize efficiencies and cost-effectiveness. Benefits are also
realized from greater consistency and a more seamless flow of goods; higher levels of
productivity from both parties' personnel; and ultimately a lower cost per unit of production.

KRC OVERVIEW

KRC is an industry-leading, non-asset-based supply chain management company that delivers

competitive advantage to our clients' supply chains. With innovative, integrated solutions
configured to your specific requirements within any major vertical market, we can design, manage
and service your supply chain efficiently and cost-effectively.

KRC's global footprint of 13 offices and 24 logistics centers in 5 states enables us to develop and
implement client-centric, global solutions with primary services that include:
 Air freightforwarding
 Contractlogistics
 Distribution
 Managed transportationservices
 Customsbrokerage
 Supply chain analysis andconsulting

8
 Warehouse management

The driving force behind KRC's client-centric focus and innovative solutions is also the most
important resource we have in keeping our service commitments to you: our people. Whether it's
a program utilizing one or more of our standardized services such as freight forwarding or
contract logistics, or a totally integrated, global solution configured to your specific
requirements, a dedicated team of professionals will develop the right solution for your needs,
then manage a process that will maximize value along your supply chain with high-quality, cost-
effective, time-definite delivery from end toend.

FRIEGHT MANAGEMENT

At KRC we look to optimize your supply chain first and foremost. We work with our teams
around the world to develop planning and implementation methods that will deliver the quality
you need at the cost you require. We utilize our extensive network of transportation carriers and
modes to manage and streamline your goods through each step in the process, including customs,
documentation, and compliance. If KRC manages your freight, you will be better positioned to
manage your supply chain through reduced cost, improved and consistent service levels, and
appropriate and predictable speed of delivery.

DISTRIBKRCON:-

KRC is a single-source distribution provider that delivers ground freight solution covering all
facets of the shipping and distribution process. We create value for clients by providing full
transportation and network optimization management services. Combining these resources with
logistics expertise and experience to provide efficient fleet management services drives
measurable results to your bottom line.

9
 Warehouse management

Our objective is to provide shippers with the right ground freight solutions to meet their diverse
supply chain requirements. You will benefit from the flexibility of our network as we take care of
each and every one of yourneeds.
KRC offers full shipment level visibility throughout the entire supply chain. Our service ensures
that you know where your shipments are every step from origin to destination.
We offer:
 Mode and carrierselection
 ShipmentOptimization
 Order consolidation
 Track andtrace
 Inbound materials management &coordination
 SKU levelvisibility
 Suppliercompliance
 Expertise at securing carriercapacity
 Freight Bill Audit andPayment
 Assistance with your KPI reportingrequirements

WAREHOUSE PREPARATION PLANNING

Space layout
The areas that should be planned are both the general storage areas and the areas for goods
receipt, consignment picking and goods dispatch. It is also desirable that space should be set
aside for the following activities:

 equipment maintenance and parking;

 charging of equipment batteries such as pallettrucks;
 refueling oftrucks;
 an area for garbage disposal e.g. emptypackaging;
 a quarantine area for keeping rejected goods, goods to be sent back ordestroyed;
 an employee restarea;
 washroom;and
 An administrationoffice.

10
 Warehouse management

PLANNING
It is worth keeping these requirements in mind during the planning of the main operating areas.
Planning consideration needs to be given to the following:

 allocate space for each type of product and locatingnumber;

 Allow sufficient space for easy access to the stacks for inspecting, loading andunloading.
Stacks should be one meter from the walls and another meter betweenstacks;
 sizing the goods receipt and dispatcharea;
 allow space for storage of cleaning materials andsupplies;
 allocate areas for damaged items by consignmentnumber;
 allow sufficient space to repackage damaged items and place it in separatestacks;
 Sufficient free space is needed to operate a warehouse effectively. When planningthe
size of a warehouseconsider:
o planning on having about 70-80% utilization of available space,whilst
considering:
o throughputrate
o Number ofSKU‟S
o Handling characteristics of items,etc.

11
 Warehouse management

SPACE UTILIZATION AND HANDLING

12
 Warehouse management

As shown above, the warehouse operation is composed of four key work activities:

 goodsreceipt
 storage
 picking
 goodsdispatch

To estimate the resource requirement for the whole warehouse, one should start by estimating the
requirements for each of the key work activities in turn and the level of demand. Then, the
resource requirements for all activities should be combined together, taking into account the way
that the activities are phased during the working day, in order to make an estimate of the total
resources required.

Aspects to consider when managing Warehouse Operations

 planning theworkload

 allocatingresources

 space utilization &handling,

o receivinggoods;

o Storinggoods.

 assemblingconsignments

 dispatchingconsignments

13
 Warehouse management

 disposal ofgoods

 pest control

 security

 inventorymanagement

 handling and stackingtechniques

 occupational health andsafety

CHAPTER 3

IDENTIFIED PROBLEM:

WAREHOUSE MANAGEMENT plays a vital role in inventory and supply chain

management. A LINER can help to fasten the delivery of products and increase customer service
by providing sufficient CONTAINERS. KRC faces problems in Inventory, Space, Infrastructure,
Manpower, Handling Equipment’s, documentation, transport, Custom clearance, freight
forwarder and this affect the Delivery of good and integral part of global supply chain so to
overcome all these problem study isconducted.

NEED FORSTUDY

The project concentrated on the problem in the warehouse is existing material receiving and
dispatching and their effect in the working environment. This project will explore the area where
the company concentrate and the solution. So that the company can make the use of efficient
manpower.

OBJECTIVES OFSTUDY

The Objectives of the study is to have a practical bright of the working of the organization. It
decisions, its brief historical background and its future prospects. The following can be said to be
the Major objectives of the studies.

 To recommend the most suitable Receiving and Dispatching Methods for theproduct
 Provide solution for Packaging & Receiving and Dispatching MaterialProblems.

14
 Warehouse management

Scope of thestudy

The main scope of the study is to ascertain the various methods to increase the Receiving &
Distribution of the concern. The methods include regular information and also to increase the
Effectiveness to Receiving and Distribution the material.

The scope of this study to know different factors and to develop the ability of decision making &
decision always is taken at right time.

Main Scope is:-

 Distinguishes one company’s goods from those of another local &Other Countries
Company.
 Check the Quality for the Material as well as the receiving and stuffingformats.
 Protects both supplier and customerssatisfaction
 Time should bemaintain
 Check and balance is very important for every steps inwarehouse

15
 Warehouse management

CHAPTER 4

REVIEW OF LITERATURE

Customer satisfaction a business term is a measure of how products and services supplied by a
company meet or surpass customer expectation. It is seen as a key performance indicator within
business and is part if the four perspectives of a balanced scorecard.

It’s a well-known fact that no business can exist without customers. In the business, it’s
important to work closely with your customers to make sure the system you create for them is as
close to their requirement as you can manage. Because it’s critical that you form a close working
relationship with your client, customer service is of vital importance. That follows a selection of
tips which will make your clients feel valued, wanted and loved.

 Encourage face-to-facedealing
 Respond to messages Or Email promptly &keep your clientsinformed
 Be friendly and approachable with yourSuppliers
 Have a clearly-defined customer servicepolicy
 Attention ofdetail
 Anticipate your client needs & go out of you want to help themout
 Honor yourpromises
 TeamWork

Benefits of customer’s satisfaction

 Reduces pricesensitivity
 Reduced switchingtocompetitors Increased Revenue
Increased
 Increasedreferrals &
Profit
16
 Warehouse management

 Increasedrepeatpurchases Reduced Costs

Purpose Customer satisfaction provides a leading indicator of customers purchase intentions and
loyalty. Customer’s satisfaction data are among the most frequently collected indicator of the
Market perceptions. It’s a principle:

 Within organization, the receiving and dispatch of these data send a message about the
importance of tending to customer and ensuring that they have a positive experiencewith
the company’s goods andservices.

Customer satisfaction:-

 Customerfocus
 Customergrievances
 Customer property
 Customerfeedback
 Special requirement ofcustomer
 Timelysupply
 Timemanagement
 Should not bereversal
 Should beperfect

17
 Warehouse management

CHAPTER 5

RESEARCH METHODOLOGY

“Gain may be temporary and uncertain; but ever while you live, expense is constant and certain;
and it is easier to build two chimneys than to keep one in fuel.”- Benjamin Franklins In this
chapter we will see the methodology adopted, and will analyze the study to be in state to suggest
something to company on basis of study conducted at UT Logistics.

METHODOLOGY

To accomplish the objectives of the final trimester, the following was decided upon:

1. Research Design: The methodology adopted for study of Receiving & Dispatch of
KAUSHIK RAJDHANI CARGO. is EmpiricalInvestigation.
2. Data Collection: The data collection done for empirical investigation was of two kinds,
namely secondary research and primary research. Secondary study was done through open
interviews, discussions, self-observations of processes and procedures involved in R&D
(Receiving and Dispatch) of KRC. And to accomplish the third objective primary data was
collected from questionnaires filled by the respondents (those are KRC employees).
3. Sampling Method: The sampling method chosen for the study was Judgmental Non-
RandomSampling.

4.Sample Size: The sample size selected was100.

5.Sampling Unit: The sampling unit will be employees of KRC concerned withSCM.
6. Result analysis: The project analyzed the supply chain of KRC by going through the standard
operating procedure followed in each concerned department of SCM. Then I had analyzed the
results of questionnaire applying DMAIC (define, measure, analyze, improve, control) rule. My
18
 Warehouse management

perspective was to do analysis and find the factors behind delays of dispatches. During this
analysis we would be figuring out the main reasons behind the problem stated in objective. The
questionnaire designed for this purpose is being categorized department wise so as to find that
from whose end the problem can be solved.
7. Questionnaire Design: The questionnaire has 18 questions including both Receiving &
Dispatch

19
 Warehouse management

DATA COLLECTION FOR SECONDARY STUDY

The data source used for secondary research was open interviews, discussions, self-observations
of processes and procedures involved in Receiving & Dispatch of KRC

The steps taken for the study are as follows:

I. Study of supply chain in general

This study was done to get acquainted with the very basics of supply chain. With
emphasis on what all department work cross-functionally to achieve successful supply
chain management. What are new concern areas of supply chain management thesedays?

Departments Like:
Receivingdepartment
Team Leaders Roles & Responsibility
Packagingdepartment
Stuffing department
CSR department/Supplier Service Responsibility

II. Study of company structure in respect of supplychain.

The major concerned departments that are part of supply chain of KRC Logistics
were studied to develop an understanding of the functions to which they cater and
procedure they follow up. This is to acknowledge myself with the processes that are
followed up as astandard.

III. Department wise study of Receiving &Dispatch

To get acquainted with the step wise procedure followed for running supply chain
smoothly and for letting smooth running of Warehouse to the demands of customers,
dealers, branches etc.

20
 Warehouse management

CHAPTER 6

DATA ANALYSIS AND INFERENCE

Frequent Customers

Table No 1

No. of
Items Percentage %
S.No Responds(Invoices)
1 Vietnam 3 3%
2 Thailand 60 60%
3 China 10 10%
4 Brazil 9 9%
5 Russia 18 18%

6 Total 100 100%

Inference:

From the above table found that 60% of the invoices done for Thailand in the warehouse
and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for
Vietnam.

21
 Warehouse management

Holding time of damage parts

Table No 2

S.No Items No. Of Responds Percentage %

1 1 Day 51 51%
2 3 Days 36 36%
3 7 Days 9 9%
4 15 Days > Above 4 4%
Total 100 100%

Chart No 2

Inference:

From the above table found that 53% holding time of damage part for 1 day in the
warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days
above.

22
 Warehouse management

Problem faced while receiving

Table No 3

S.No Items No Of Invoices Percentage %

Physical Miss
1 Match 29 29%
2 Transit damages 28 28%
Packing Related
3 Issues 43 43%
Total 100 100%

Chart No 3

Inference:

From the above table found that 43% of the problem while receiving the material is
packing related Issue in the warehouse and the 29% of the problem is Physical Miss
Match and finally 28% of the problem is Transit damage.

23
 Warehouse management

Preceding steps in the drop down pallet – While receiving

Table No 4

S.No Items No Of Responds Percentage%

1 Part Hold 62 62%
Informto
2 Customer 27 27%
3 Quality Checking 11 11%
Total 100 100%

Inference:

From the above table found that 65% of the problem while receiving is Part Hold in the
warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the
material whether it is huge or small damage.

24
 Warehouse management

Receiving – Check point

Table No 5

S.No Items No Of Responds Percentage%

1 Pallet Status 11 11%
2 Stamp 6 6%
3 TDR 31 31%
4 ISPR 29 29%
5 Packing 23 23%
Total 100 100%

INFERENCE:

From the above table found that 31% of the people check while receiving material is
TDR(Transport Damage Report) in the warehouse and the 29% of the people check
ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue
and the 11% of the people check Pallet Status and finally 6% of the people check Stamp.
25
 Warehouse management

Following steps after receiving material

Table No 6

S.No Items No Of Responds Percentage%

1 Booking/Invoice 63 63%
2 Put Away 20 20%
Waiting for Cubic
3 Utilization 17 17%
Total 100 100%

Inference:

From the above table found that 63% of receiving material without any issue is sent for
Booking / Invoice in the warehouse and the 20% of the material Put Away and the
finally 17% of the material is waiting for space(vanning) Waiting CubicUtilization.

26
 Warehouse management

Supplier mistakes

Table No 7

S.No Items No Of Responds Percentage%

1 EASN Issue 26 26%
Value Miss
2 Match 14 14%
Physical Miss
3 Match 22 22%
4 Packing Issue 38 38%
Total 100 100%

Inference:

From the above table found that 38% of the mistakes from supplier is found that Packing
related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%
of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss
Match(price).

27
 Warehouse management

Transport vessel
Table No 8

No Of Responds
Items Percentage %
S.No (Invoices)
1 L AMANDA 39 39%
2 IWAKI 24 24%
3 IB NAL ABBAR 26 26%
4 SINARTANJUNG 11 11%
Total 100 100%

Inference:

From the above table found that 39% of the Transportation vessel is used L AMANDA in the

Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and finally 11% is

used SINARTANJUNG.

28
 Warehouse management

73T - Reversal

Table No 9

S.NO Items No Of Responds Percentage%

1 Yes 67 67%
2 No 33 33%
Total 100 100%

Inference:

From the above table found that 65% of the people are said make a container swiping
method to change the transaction “Yes” and the 35% of people are said” No” can’t
change after completing the transaction.

29
 Warehouse management

Problem – While dispatching

Table No 10

S.No Items No Of Responds Percentage%

1 Quantity 29 29%
Transportation
2 Issue 41 41%
Physical Miss
3 Match 13 13%
4 Packing Issue 17 17%
Total 100 100%

Inference:

From the above table found that 41% of issue while dispatching is Transportation issues
(like container late) in the warehouse and the 29% of issues is Quantity and the 17% of
issues is Packing Issue and finally 13% of issues is Physical Miss Match.

30
 Warehouse management

Check point in dispatching material

Table No 11

S.No Items No Of Responds Percentage%

Right Part & Right
Container 42 42%
Check Damage 19 19%
Pallet Miss Match 39 39%
Total 100 100%

Inference:

From the above table found that 42% is the check point of while dispatching the material
is Right part & Right Container in the warehouse and the 39% of check point in Pallet
Miss Match and finally 19% of check point in Check any Damages in material.

31
 Warehouse management

Packing materials
Table No 12

S.No Items No Of Responds Percentage%

1 VCI Bag 32 32%
2 Silicon 18 18%
3 Oil 9 9%
4 Wood 21 21%
5 Tapes 20 20%
Total 100 100%

Inference:

From the above table found that 32% of the packing material is used VCI bag in the
warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used
Silicon and finally 9% is used for cleaning the material on Oil.

32
 Warehouse management

Why 73T Reversal can happen

Table No 13

S.No Items No Of Responds Percentage%

Cubic Utilization
1 is high 17 17%
Wrong container
2 No 46 46%
3 Physical Mistakes 37 37%
Total 100 100%

Inference:

From the above table found that 46% of the reason is no space shortage in the container Cubic
utilization is High in the warehouse and the 37% of the reason is Physical Mistakes like (part
number, Quantity mistakes, add more pallet ) and finally 17% of the reason is Wrong Container
number

33
 Warehouse management

Packing types – Shipping

Table No 14

S.No Items No Of Responds Percentage%

1 Steel Rack 16 16%

2 RSR 24 24%
3 W Box 33 33%
4 Body Parts 27 27%
Total 100 100%

Inference:

From the above table found that 33% of the packing types for shipping transportation is
done by W Box in the warehouse and the 27% of the packing type via ocean is Body
parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel
racks for oceantransportation.

34
 Warehouse management

Types of packing
Table No 15

S.No Items No Of Responds Percentage%

1 RSR 56 56%
2 W Box 26 26%
3 Cotton Box 18 18%
Total 100 100%

Inference:

From the above table found that 56% of the packing types is done by RSR in the
warehouse and the 26% is done by W box and finally 18% is done by Cotton box.

35
 Warehouse management

Preceding steps in the drop down pallet – While dispatching

Table No 16

S.No Items No Of Responds Percentage%

Load it in same
1 container 64 64%

2 Inform to customer 21 21%

3 Inform to Client 15 15%
Total 100 100%

Inference:

From the above table found that while dispatching the material is 64% of the pallet Load
it in same container in the warehouse and the 21% is Inform to customer and finally 15%
is Inform to Client for furtherclarification.

36
 Warehouse management

Problems in packing
Table No 17

S.No Items No Of Responds Percentage%

1 Dent 22 22%
2 Scratch 43 43%
Short Filled
3 Damage 11 11%
4 Rust 24 24%
Total 100 100%

Inference:

From the above table found that 43% of the mistakes identify while packing the material
is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of
the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled
damage in the material.

37
 Warehouse management

Packing types – Airfreight

Table No 18

S.No Items No Of Responds Percentage%

1 W Box 48 48%
2 Cotton Box 52 52%
Total 100 100%

INFERENCE:

From the above table found that 52% of the packing type for airfreight W Box in the
warehouse and the 48% of the packing type is Cotton box for secure in airways.

38
 Warehouse management

CHAPTER 7

FINDINGS

1. From the above table found that 60% of the invoices done for Thailand in the warehouse
and the 18% for Russia and the 10% for Chain and the 9% for Brazil and finally 3% for
Vietnam.
2. From the above table found that 53% holding time of damage part for 1 day in the
warehouse and the 35% for 3 days and the 9% for 7 days and finally 3% for 15 days
above.
3. From the above table found that 43% of the problem while receiving the material is
packing related Issue in the warehouse and the 29% of the problem is Physical Miss
Match and finally 28% of the problem is Transitdamage.
4. From the above table found that 65% of the problem while receiving is Part Hold in the
warehouse and the 25% is Inform to customer and finally 10% is Quality will Check the
material whether it is huge or smalldamage.
5. From the above table found that 31% of the people check while receiving material is
TDR(Transport Damage Report) in the warehouse and the 29% of the people check
ISPR(Improper Shipping Product Report) and the 23% of the people check Packing Issue
and the 11% of the people check Pallet Status and finally 6% of the people checkStamp.
6. From the above table found that 63% of receiving material without any issue is sent for
Booking / Invoice in the warehouse and the 20% of the material Put Away and the
finally 17% of the material is waiting for space(vanning) Waiting CubicUtilization.
7. From the above table found that 38% of the mistakes from supplier is found that Packing
related Issue in the warehouse and the 26% of the mistakes is EASN Issue and the 22%
of the mistakes is Physical Miss Match and finally 14% of the mistakes is Value Miss
Match(price).
8. From the above table found that 39% of the Transportation vessel is used L AMANDA in
the Warehouse and the 25% is used Iwaki and the 25% is used IB NAL ABBAR and
finally 11% is usedSINARTANJUNG.
9. From the above table found that 65% of the people are said make a container swiping
method to change the transaction “Yes” and the 35% of people are said” No” can‟t
39
 Warehouse management

change after completing thetransaction.

10. From the above table found that 41% of issue while dispatching is via Transportation
issues (like container late) in the warehouse and the 29% of issues is Quantity and the
17% of issues is Packing Issue and finally 13% of issues is Physical MissMatch.
11. From the above table found that 42% is the check point of while dispatching the material
is Right part & Right Container in the warehouse and the 39% of check point in Pallet
Miss Match and finally 19% of check point in Check any Damages inmaterial.
12. From the above table found that 32% of the packing material is used VCI bag in the
warehouse and the 21% is used Wood and the 20% is used Tapes and the 18% is used
Silicon and finally 9% is used for cleaning the material onOil.

13. From the above table found that 46% of the reason is no space shortage in the container
Cubic utilization is High in the warehouse and the 37% of the reason is Physical Mistakes
like (part number, Quantity mistakes, add more pallet ) and finally 17% of the reason is
Wrong Containernumber.

14. From the above table found that 33% of the packing types for shipping transportation is
done by W Box in the warehouse and the 27% of the packing type via ocean is Body
parts and the 24% of the packing type is RSR and finally 16% of the packing type is Steel
racks for oceantransportation.
15. From the above table found that 56% of the packing types is done by RSR in the
warehouse and the 26% is done by W box and finally 18% is done by Cottonbox.
16. From the above table found that while dispatching the material is 64% of the pallet
Load it in same container in the warehouse and the 21% is Inform to customer and finally
15% is Inform to Client for furtherclarification.
17. From the above table found that 43% of the mistakes identify while packing the material
is Scratch in the warehouse and the 24% of the mistakes identify as Rust and the 22% of
the mistakes identify as Dent and finally 11% of the mistakes identify as Short filled
damage in thematerial.
18. From the above table found that 52% of the packing type for airfreight W Box in the
warehouse and the 48% of the packing type is Cotton box for secure inairways.

40
 Warehouse management

CHAPTER 8

SUGGESTIONS

1. Man Power can increased and also warehouse handling equipment’s like forklift and
hand trolley can beincreased

2. Safety of employees have to be givenimportance.

3. No of Vanning lanes in the warehouse can be increased to reduce over stock in receiving
area.

4. Organization can give full assure for the theft and damage of the products. It will increase
the image of thecompany.

5. Reports submitted to the customers should be rechecked twice to avoid wrong

information.

6. Inventory can be kept in a safe, secure (locked) place with limited generalaccess.

7. Utilization of space to be concentrated and to be used in properway.

8. A record can be maintained for each item in stock showing the quantity on hand, quantity
received, quantity issued, & location in thewarehouse.

9. Monthly, Quarterly, half and yearly Audit can be done by the authorized department to
maintain therecords.

10. Advance warehouse equipment’s can be introduced for the purpose of timeconsumption.
11. Instructs the warehouse personnel what items to pick or put away and where and whento
perform those activities.

41
 Warehouse management

CHAPTER 9
CONCLUSION

From the discussion of the above research, it can be concluded that this
process can be improved by reducing or maintain the operation. With combination of work
process and time measurement its help to improve the current work process. These
modifications are made by analysis of using the tools of Operation Research like PERT
(Product evolution review technique) work contents. From the comparison between current
and new work process in table --- it indicates that the best alternative towards this problem
by choosing proposal. These improvements was successful to achieve the project goals and
objectives, which the improvements was included the processes of operation that carries in
the warehouse The warehouse is a key component of the supply chain in emergencies. It
buffers uncertainties and breakdowns that may occur in the supply chain. When properly
managed and appropriately stocked a warehouse provides a consistent supply of material
when it is needed.

DIRECTION OF FUTURE REPORTS

There are several affairs that must be attended during collecting data. The data collections
are the important part for analyzing and obtain accurate outcomes. And the time study is done on
the bases of the systematic observation by this analysis we can do the crashing method to reduce
the time as well as the cost for the each andevery steps that involved in this process. By
Comparing the shipment process after this needs to make some effective flow in the operation by
the crashing process.

42
 Warehouse management

CHAPTER 10
BIBLIOGRAPHY

 Olsen, D.R.(2003), Gower Handbook of Supply Chain Management, 5th Edition,edited

by John Gattorna,Gower
 Rushton, A., Oxley, J., and Croucher, P., (1989,2000), The Handbook of Logisticsand
Distribution Management (Second Edition), Kogan Page, London

 Robeson, J.F. and Copacino, W.C. (1994), The Logistics Handbook, The FreePress
 Mangan, J., Lalwani, C., and Butcher, T. (2008). Global Logistics and Supply Chain
Management, John Wiley & Sons, Hoboken, NewJersey.
 A.A. Thatte (2007), “Competitive advantage of a Firm Through Supply Chain
Responsiveness and Supply Chain Management Practices”, Published PhDDissertation.
University ofToledo.
 Ashish A. Thatte. (2007), “Competitive Advantage of a Firm through Supply Chain
Responsiveness and SCM Practices” Published, PhD Dissertation. The Universityof
Toledo.
 Ballou, R. H., Gilbert, S. M., & Mukherjee, A. (2000). New managerial challengesfrom
supply chain opportunities. Industrial Marketing Management, 29,7-18.
 Bommer,M.,O‟Neil,B.andTreat,S.(2001),“StrategicAssessmentoftheSupplyChain
Interface: a Beverage Industry Case Study”, International Journal of PhysicalDistribution
and Logistics Management, 31(1),pp.1125.
 Bowersox, D.J. and Closs, D.J. (1996), Logistical Management: The Integrated Supply
Chain Process, McGraw-Hill. Chen, I. J. and Paulraj, A. (2004), “Towards A Theory of
Supply Chain Management: The Constructs and Measurements”, Journal of Operations
Management, 22(2), pp. 119-50.

43
 Warehouse
management

44